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Coherence in the midst of complexity[electronic resource] :advances in social complexity theory /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
杜威分類號:	302.3/501
書名/作者:	Coherence in the midst of complexity : advances in social complexity theory // Hugo Letiche and Michael Lissack with Ron Schultz.
作者:	Letiche, Hugo K.,
其他作者:	Lissack, Michael.
出版者:	New York : : Palgrave Macmillan,, 2012.
面頁冊數:	1 online resource (297 p.) : : ill.
標題:	BUSINESS & ECONOMICS / Management.
標題:	BUSINESS & ECONOMICS / Organizational Behavior.
標題:	BUSINESS & ECONOMICS / Leadership.
標題:	Social sciences - Philosophy.
標題:	Organizational change.
標題:	Organizational behavior.
標題:	Complexity (Philosophy)
標題:	Emergence (Philosophy)
標題:	BUSINESS & ECONOMICS / Negotiating
ISBN:	9781137001801 (electronic bk.)
ISBN:	1137001801 (electronic bk.)
書目註:	Includes bibliographical references (p. [257]-284) and index.
內容註:	Introduction� -- Miracles and Nasty Surprises� -- The Failure of Models & Labels; the Success of Experience & Emergence� -- Two Kinds of Coherence b6 s Ascribed and Emergent�� -- Models, Homologies & Simulacra� -- The Ascribed Coherence of Thagard and Weick�� -- Coherence and Business Success� -- Emergence, Coherence & Narrative� -- Affordances and Organization -- Homology: Sense-Making Revisited� -- But Experience is Different� -- Complexity Tools: the Semiotic Square & Homology�� -- Steps to Implementation.
摘要、提要註:	Complexity and emergence (the appearance and impact of the new) can be the bane of managers and their organizations. Both complexity and emergence threaten to upset adherence to predefined categories, which supposedly allows for efficiency. Indeed, traditional management thinking focuses on a retrospective coherence where ideas and events are assigned to categories, the categories are labeled, and outliers are treated as statistical deviants. The study of how such attributed (retrospective) sense-making breaks down in and around organizations is the focus of social complexity theory. Coherence in the Midst of Complexity discusses the social complexity approach, where dialogue and stories allow for the degrees of freedom needed for the opportunities of emergence to take root. The book focuses on the experience of coherence and how such experiential lessons differ from the establishment and maintenance of categories and labels. The authors offer a four-fold logic for discussing experiential coherence and the embrace of emergence in organizations of all sizes.
電子資源:	http://www.palgraveconnect.com/doifinder/10.1057/9781137001801

Coherence in the midst of complexity[electronic resource] :advances in social complexity theory /
Letiche, Hugo K.,1946-

Coherence in the midst of complexityadvances in social complexity theory /[electronic resource] :Hugo Letiche and Michael Lissack with Ron Schultz. - 1st ed. - New York :Palgrave Macmillan,2012. - 1 online resource (297 p.) :ill.

Includes bibliographical references (p. [257]-284) and index.

Introduction� -- Miracles and Nasty Surprises� -- The Failure of Models & Labels; the Success of Experience & Emergence� -- Two Kinds of Coherence b6 s Ascribed and Emergent�� -- Models, Homologies & Simulacra� -- The Ascribed Coherence of Thagard and Weick�� -- Coherence and Business Success� -- Emergence, Coherence & Narrative� -- Affordances and Organization -- Homology: Sense-Making Revisited� -- But Experience is Different� -- Complexity Tools: the Semiotic Square & Homology�� -- Steps to Implementation.

Complexity and emergence (the appearance and impact of the new) can be the bane of managers and their organizations. Both complexity and emergence threaten to upset adherence to predefined categories, which supposedly allows for efficiency. Indeed, traditional management thinking focuses on a retrospective coherence where ideas and events are assigned to categories, the categories are labeled, and outliers are treated as statistical deviants. The study of how such attributed (retrospective) sense-making breaks down in and around organizations is the focus of social complexity theory. Coherence in the Midst of Complexity discusses the social complexity approach, where dialogue and stories allow for the degrees of freedom needed for the opportunities of emergence to take root. The book focuses on the experience of coherence and how such experiential lessons differ from the establishment and maintenance of categories and labels. The authors offer a four-fold logic for discussing experiential coherence and the embrace of emergence in organizations of all sizes.

ISBN: 9781137001801 (electronic bk.)

Source: 572624Palgrave Macmillanhttp://www.palgraveconnect.comSubjects--Topical Terms:

472150
BUSINESS & ECONOMICS / Management.
Index Terms--Genre/Form:

336502
Electronic books.

LC Class. No.: H61.15 / .L48 2012

Dewey Class. No.: 302.3/501

Coherence in the midst of complexity[electronic resource] :advances in social complexity theory /
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505 0 $a Introduction� -- Miracles and Nasty Surprises� -- The Failure of Models & Labels; the Success of Experience & Emergence� -- Two Kinds of Coherence b6 s Ascribed and Emergent�� -- Models, Homologies & Simulacra� -- The Ascribed Coherence of Thagard and Weick�� -- Coherence and Business Success� -- Emergence, Coherence & Narrative� -- Affordances and Organization -- Homology: Sense-Making Revisited� -- But Experience is Different� -- Complexity Tools: the Semiotic Square & Homology�� -- Steps to Implementation.
505 0 $a Introduction: miracles and nasty surprises -- The failure of models and labels and the success of experience and emergence -- Two kinds of coherence: ascribed and emergent -- Models, homologies, and simulacra -- The ascribed coherence of Thagard and Weick -- Emergence, coherence, and business success -- Emergence, coherence and narrative -- Affordances and organization -- Homology: sense-making revisited -- But experience is different -- Complexity tools: the semiotic square ad homology -- Not a conclusion: steps to implementation.
520 $a Complexity and emergence (the appearance and impact of the new) can be the bane of managers and their organizations. Both complexity and emergence threaten to upset adherence to predefined categories, which supposedly allows for efficiency. Indeed, traditional management thinking focuses on a retrospective coherence where ideas and events are assigned to categories, the categories are labeled, and outliers are treated as statistical deviants. The study of how such attributed (retrospective) sense-making breaks down in and around organizations is the focus of social complexity theory. Coherence in the Midst of Complexity discusses the social complexity approach, where dialogue and stories allow for the degrees of freedom needed for the opportunities of emergence to take root. The book focuses on the experience of coherence and how such experiential lessons differ from the establishment and maintenance of categories and labels. The authors offer a four-fold logic for discussing experiential coherence and the embrace of emergence in organizations of all sizes.
520 $a "Complexity and emergence (the appearance and impact of the new) can be the bane of managers and their organizations. Both complexity and emergence threaten to upset adherence to predefined categories, which supposedly allows for efficiency. Indeed, traditional management thinking focuses on a retrospective coherence where ideas and events are assigned to categories, the categories are labeled, and outliers are treated as statistical deviants. The study of how such attributed (retrospective) sense-making breaks down in and around organizations is the focus of social complexity theory. Coherence in the Midst of Complexity discusses the social complexity approach, where dialogue and stories allow for the degrees of freedom needed for the opportunities of emergence to take root. The book focuses on the experience of coherence and how such experiential lessons differ from the establishment and maintenance of categories and labels. The authors offer a four-fold logic for discussing experiential coherence and the embrace of emergence in organizations of all sizes"-- $c Provided by publisher.
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